ABSTRACT
In a sensitive project, this focusing of the collective energy of the players does not exist. At best it is dissipated over a multitude of other projects, at worst it is focused against the project. The leaders of many sensitive projects could learn much from the strategies derived from the humble herdsman. It must be stressed that people are not cows - nor is it suggested that they should be treated as such. However, within the herdsman strategy there is an inborn respect for many of the principles that should be adopted for sensitive projects. The herdsman had opponents. They might even have been more numerous than his allies. But his opponents were less well-organised than his allies. This explains why certain projects, even though supported by only a minority succeed: the players in favour have a level of organisation superior to the players against.
